KEY POINTS
> Confidentiality
> Open ended questions (spontaneous answers) vs. closed ended questions answers
> Perception of the firm (differentiating factors, weaknesses, competitive positioning, quality of service…)
> Profile of interviewed people (clients, non clients, purchasing advisors…)
> Possibility of comparing perceived positioning internally vs. externally

WHAT HAS TO BE DONE
> Frame survey’s objectives
> Quantitative and/or qualitative survey
> Analyze the firm’s attributes
> Prioritize results and recommendations
> Use survey’s results to improve or define firm’s positioning

RISKS
> Wrong targeting of interviewed people
> Lack of involvement by Partners/Managing Directors
> Partners/Managing Directors not « buying-in » results and recommendations
> No implementation of survey’s recommendations

DELIVERABLES
> Survey reports
> Results are compared whether question (and answers) were open-end or closed-ended
> Image (attributes, strengths, weaknesses)
> Competitive positioning
> Verbatim
> Areas for improvement
> Recommendations
> Presenting survey to partners